Research Report: Employee Motivation and Organizational Performance

This research report investigates the impact of servant motivation on organizational performance, focusing on the American Heart Association as a case study. The report explores various motivational factors, including compensation, promotion, and employee recognition, and their influence on employee morale and overall organizational performance. It begins with an introduction highlighting the importance of employee motivation in achieving competitive advantage and addresses the research problem of low employee motivation and its negative impact on organizational growth. The literature review examines motivation concepts and relevant theories, such as the Two-Factor Theory and Maslow's Hierarchy of Needs. The methodology section outlines the research design, population, sample size, and data collection methods. The findings and analysis section presents the influence of compensation, promotion, and recognition on employee morale and performance, supported by tables and data analysis. The report concludes with recommendations and a conclusion summarizing the key findings and their implications for the American Heart Association. The report also includes a conceptual framework and a list of references to support the research.

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The Importance of Servant Motivation In Case of Driving Organizational Performance
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Table of Contents
1.0.0 Introduction.............................................................................................................................3
2.0.0 Literature Review...................................................................................................................4
2.1.0 Motivation Concept.............................................................................................................5
2.2.0 Theoretical framework- Motivational Theory....................................................................5
2.2.2 Two Factor Theory of Motivation...................................................................................5
2.2.3 Maslow’s Hierarchy of Needs.........................................................................................6
2.4.0 Concept of employee and organization’s performance.......................................................7
2.5.0 Factors affecting Employees motivation.............................................................................7
2.5.1 Compensation..................................................................................................................7
2.5.2 Promotion........................................................................................................................8
2.5.3 Employee Recognition....................................................................................................8
2.5.4 Trust.................................................................................................................................9
2.5.6 Empowerment.................................................................................................................9
2.6.0 Conceptual Framework.....................................................................................................10
3.0.0 Methodology.........................................................................................................................10
3.1.0 Research Design................................................................................................................10
3.2.0 Population, sample size, and sampling procedure............................................................11
3.3.0 Methods of data collection................................................................................................11

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3.4.0 Data analysis.....................................................................................................................11
4.0.0 Finding and Analysis............................................................................................................11
4.1.0 Influence of compensation on employees morale to perform...........................................12
Table 4.1: Employee’s Gratification with the current compensation package.......................12
Table 4.2: Compensation influences morale to work.............................................................13
Table 4.3: Employee morale and actual performance............................................................13
4.2.0 Influence of promotion on servant functioning in the organization..................................14
Table 4.4: Employee perception of the organization’s promotion strategy..........................14
Table4.5: Influence of promotion on employee morale to perform.......................................15
Table 4.6: Correlation between satisfaction with promotion and employee morale to perform
................................................................................................................................................15
4.3.0 Influence of recognition on employee morale to perform................................................16
Table 4.7: Satisfaction with recognition systems in the organization...................................16
Table 4.8: Impact of recognition on servant functioning in the organization........................17
5.0.0 Recommendations.................................................................................................................18
6.0.0 Conclusion............................................................................................................................20
7.0.0 List of References.................................................................................................................20

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1.0.0 Introduction
Every organization depends on the employees to facilitate activities that will ensure
competitive advantage, thus need to create a good relationship with the employee to make them
effective. It is the responsibility of HRM to determine the strengths and weakness of every
employee in an organization to persuade the employees towards task fulfillment. To achieve the
property, organizations need to design different strategies that can motivate and satisfy
employees to successfully and efficiently perform different designated tasks (Allen, Turner &
Turner 2018). Employee dissatisfaction does not only lower the organization performance but
also lead to high employee turn-over that might lead to organizations failure. In the current
competitive environment, business organizations are under pressure in sustaining the high
competition in the business environment as well as reducing the employee turnover (Anand
2016).
Non-profit organizations such as the American Heart Association are under pressure than the
profit organization in trying to motivate and retain employees who feel that most of the effects
are unaccounted for. Most of the profit and loss statements of these organizations represent
losses thus raising employee’s unrest cases and poor service delivery among other indicators of
employee dissatisfaction. Despite focusing on hiring skilled employees, acquiring new machines
and enhancing working conditions at the American Heart Association, organizational
performance has not improved for the last decades. As reported in the end year report on the
organizational performance, numerous employees indicated low moral as the major contributor
to poor service delivery that has led to the poor performance of the organization American Heart
Association.

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The current paper is purposed to investigate the impact of servant enthusiasm on the
operation of non-profit organization narrowing down to the American Heart Association. The
current paper thus explores different motivation factors in the organization that enhance
employees and the entire organization performance. To fully explore the intentions of the current
paper, the subsequent study aims will be realised:
a) To establish the influence of compensation on the performance of the employee of the
American Heart Association.
b) To establish the influence of promotion on servant performance of American Heart
Association
c) To verify the power of servant recognition on the servant functioning
d) To establish the connection between servant motivation factors and American Heart
Association
2.0.0 Literature Review
The current chapter entails the review of past studies that are associated with the power
of servant stimuli and functioning. The chapter thus contains the motivation concept, theoretical
framework, and Concept of employee and organization’s performance.
2.1.0 Motivation Concept
Motivation has been considered as one of the best management practices that are
significant to the organizational performance. Motivation thus is one of the numerous options
used to transform employee behavior towards achieving more goals. Gollwitzer (2018) defines
motivation as the tool theta reinforces behavior and triggers the tendency to continue to achieve a

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particular goal irrespective of the challenges and difficulties faced. These goals can either be
tangible or intangible or include aspects such as monetary reward, promotions, self-esteem,
among many others.
Employees are the significant resources in the organizations; thus it is significant for each
employee to release latent energy and creativity in production and service delivery to enhance
the organization performance. Employee motivation thus has the aptitude of improving the
functioning of an organization. A motivated employee tends to be responsive towards the
objectives and goals thus direct all the efforts in achieving the same.
2.2.0 Theoretical framework- Motivational Theory
Motivation theory focuses on the motivation process; thus explains employee’s behavior
in the place of work towards the attainment of particular targets. The theory suggests that an
organization can encourage employees to apply their abilities to the fullest to achieve
organizational objectives. According to Richter (2013), motivation theory is further subdivided
into three: instrumentality theory, content theory, and process theory.
2.2.2 Two Factor Theory of Motivation
Two Factor theory of Motivation was developed in 1959 by Fredrick Herberg a
behavioural scientist who was interested in exploring people’s satisfaction at the workplace.
Fredrick with two major categories of employee motivations at the workplace, namely:
Motivators and Hygiene factors (Holston & Mushi 2018). According to Fredrick, motivators are
factors that stimulate employees to work extra harder at the workplace and lead to long-term job
satisfaction. These factors entail recognition, promotion, responsibility, and meaningfulness

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among others. On the other hand, the hygienic factors entail facts that do not encourage the
employee to work hard but cause dissatisfaction when are absent (Olejniczak & Yasuyuki 2014).
The factors are extrinsic thus affect the physiological status of the employees and include factors
such as salary, company policies, rewards, and job security among others. The theory thus
requires organizations to focus upon providing adequate hygienic factors to reduce employee
dissatisfaction as well as facts that stimulate the employees to work harder to achieve both the
performance and quality.
Figure 1: Shows Two Factor Motivational theory at the workplace, obtained from (Holston
and Mushi 2018)
2.2.3 Maslow’s Hierarchy of Needs
Hierarchy of Needs was established by Abraham Maslow’s to explain human motivation
based on the requirements. The human wants are classified into five hierarchical groupings:
Physiological needs, safety needs, social needs, esteem needs and self-actualization needs (Lester
2013). According to the theory, the achievement of one human needs leads to satisfaction theatre

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enhances the desire for subsequent need. Through moving from one need to another in order to
satisfy the subsequent needs leads to improved performance of an individual; thus the entire
organization (Singh & Behera 2016). Maslow’s theory thus is instrumental in exploring all
employees at American Heart Association organization irrespective of their age, gender,
experience, and qualification. The fire, to enhance motivation among the employees, the
American Heart Association organization must set a strategy that identifies the required needs
and the fulfillment of those particular needs.
Figure 2: Show Maslow’s Motivational Theory, obtained from (Lester 2013).
2.4.0 Concept of employee and organization’s performance
Servant functioning refers to the ability to accomplish a particular task about the skills,
capabilities, knowledge, and experience. Wang, Thornhill & Zhao (2016) also Denotes servant
functioning as the willingness and desire of an employee to exert energy towards the
achievement of particles tasks. Individual servant functioning is connected to the entire

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organization performance. Thus the motivation of one employee enhances the performance of
the entire team.
2.5.0 Factors affecting Employees motivation
2.5.1 Compensation
It is in human nature to be paid for any work done. Thus all employees need to earn a
reasonable amount of salary. Money forms the fundamental employee inducement (Bonacchi
2015). Money has the supremacy to an individual to overcome challenges and achieve a goal of
enhancing improved performance. Frederick Taylor defines money as the ultimate motivating
factor for the workers to achieve maximum production. Pirohov (2019) on the study of factors
influencing employee’s performance identifies that money does not only enhance performance
bust also raise employee retention in an organization. Organizations with high capability to retain
skilled employees tend to receive a high quality of production and service for a long time, unlike
an organization with a high employee turnover rate (Raffael 2016). Losing skilled employees
means losing creativity, knowledge, and experience, as well as customers who are bound to
specific employees.
2.5.2 Promotion
Another research denotes that promotion as an instrumental factor in motivating
employees towards a particular objective. Promotion refers to the act of moving the employees
from lower hierarchy to higher hierarchy leading to increased responsibility as well as
remuneration package. According to Wunin (2016), three are two kinds of promotion: promotion
by merit and competence, and whichever type; it has a direct impact on the motivation of an

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employee. According to Maslow’s theory, this is achieved since the promotion enhances self-
esteem as well as the psychological needs of employees (Aziri 2019). More importantly, through
promotion, employees are assigned to particular jobs that suit their capabilities thus encourage
junior stags to stay and build on their human capital and career development.
2.5.3 Employee Recognition
Employee recognition refers to the capability of a leader to identify and rewards every
employee achievement through various means such as applause or bonuses. By recognizing
employees when the targets are surpassed enhances employees and task connection thus make
employees have a greater desire in achieving even more results than the previous record. Reward
system thus should be focused on positive reinforcement. A study conducted by (Bradler, Dur,
Neckermann & Non-2013) reported that most of the servants from the non-profits organizations
rarely practice reward and recognition for the exemplary performance of employees. The
inadequate recognition and reward system among the non-profit organization leads to poor
performance since most of the employee feel that their extra energy is not recognized.
2.5.4 Trust
Vukajlovic and Ostojic (2016) define trust as the perception of one about other behaviors
and decisions. Trust is one of the attributes needed among the employees to enhance
interpersonal and intrapersonal relations in an organization. High level of trust enables the
employee to believe in one another capability and incapability in achieving a particular task, thus
integrate their talents to cover up the production weakness and strengthen the strength for
maximum production.

Promotion
Recognition
Compensation
Independent Variable
American Heart
Association
Performance
Dependent Variable
Employees
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2.5.6 Empowerment
Empowerment refers to the capability to acquire a sense of belonging and pride.
Organizations always aim at creating a win-win connection with employees to provide an ideal
environment for improving performance (Pradhan, Kamlanabhan, and Thulasiraj and
Muraleedharan 2014). Empowered employees tend to focus more on the assigned task, execute
the task with finest novelties, enthusiasm, responsibility, and delight thus eliminating any form
of waste and substandard production and service delivery.
2.6.0 Conceptual Framework
Figure 1: Shows Conceptual Framework, obtained from Wang, Thornhill, and Zhao (2016)

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3.0.0 Methodology
3.1.0 Research Design
The current paper will employ descriptive exploration design that will entail both the quantitative
and qualitative data collection and investigation methods. The descriptive research design can
describe how things are through focusing on the perceptions, attitudes, and beliefs Fletcher
(2016). Thus, the researcher will be able to account how promotion, recognition, compensation
and trust influence employee’s performance and the entire non-profit organization (Kennedy
2013).
3.2.0 Population, sample size, and sampling procedure
The paper will target about American Heart Association employees who are about 3,400
Kennedy (2013) defines sample scope as the subsection of the population that is extracted to
provide the researcher with appropriate information that can be analyzed and used to generalize
the pollution (Sun, Teng, Song & Fang 2012). The sample size of the current study thus was be
predestined by the application of Yamane’s method and was 200.
3.3.0 Methods of data collection
The researchers will employees both primary and secondary data collection method.
Secondary data collection focused on the journals, articles, and books based on the research
question to enable the researcher to construct a literature review (Jentoft & Olsen 2017).

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3.4.0 Data analysis
The researcher used a statistical package for the social scientist program to analyze the
collected data. The information was entered into various packages to determine various
motivation factors on servant functioning and the results presented in tables (Colubi & Denoeux
2014).
4.0.0 Finding and Analysis
The current chapter discusses results and finding from the data collection process and
analysis. The information analyzed through the application of various tools focus on the research
objectives; thus the chapter presents results and findings on the servants functioning on the
organization, impact of compensation on servant functioning, impact of the recognition of the
servant functioning and impact of promotion on employee experience.
4.1.0 Influence of compensation on employees morale to perform
Each employee was asked to state their satisfaction on their various compensation
packages to explore the consequences of compensation on the performance, and the outcomes
are as shown in table 4.1. The table shows that no employee Completely Approves or Approves
that they are satisfied with the compensation provided while 65% and 35% of employees
Completely disapprove and disapprove with the nominations.
Table 4.1: Employee’s Gratification with the current compensation package
Satisfaction Occurrence percentage

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Completely Approve 0 0
Approve 0 0
Undecided 0 0
Disapprove 70 35
Completely Disapprove 130 65
Total 200 100
The researcher further asked whether any competition has an effect on the moral to
increase the performance and they responded as indicated in table 4.2 90% of the employees
indicated that composition induces them to work harder while 10 % indicate that compensation
does not affect their performance rate. The researcher further carried out respect to establish
between the employee morale as a result of compensation and the actual servant functioning and
the results were as indicated in table 4.3. From the table, it is clear that there is a positive
association of (P=1) between the employee morale to perform and actual performance, thus
increasing the morale then the performance will automatically increase.
Table 4.2: Compensation influences morale to work
Occurrence Percentage
Yes 182 91
No 18 09

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Total 200 100
Table 4.3: Employee morale and actual performance
Influence of compensation
Values Morale to perform Actual
Performance
P
Approve 164 170 P=1
disapprove 36 30
From the above results of compensation against performance, it is evidential that money
is a major factor of motivations. This is about the Maslow who stated that people tends to work
in order to survive and live through the financial compensation, the building of new
acquaintances and friends, having of job security for the sense of achievement identity and more
significant job satisfaction. (Ram 2017) opined that employees will work more if they tend to
receive more money and work less if they receive less fewer wages than those that receive higher
wages. The study revealed that the organization dies not to offer competitive salary since a large
percentage of employees are dissatisfied by the current pay.
4.2.0 Influence of promotion on servant functioning in the organization
The participants were asked to declare their respective perception on the promotion
strategy (opportunities and policy) in the organization, and their response was as indicated in

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table 4.4. From the table, it is indicated that 43 Percentage of the participant disapproves that the
organization provided enough promotion opportunities, 30% completely disapprove, and only
8% completely approved. Most of the people who approved state that promotion opportunities
resulted from good performance; however, most of the promoted employees were not satisfied
since they had little time in training and advancing their skills. This is a clear indication that the
organization is still weak in enacting employee career development. From the table, it is also
clear that 56% disapprove with the presence of employee promotion policy, 19% completely
disapprove, and 9% completely approve. The larger Percentage of disapproval stated that since
their employment in the organization, they have never been adjusted to more hire position.
Table 4.4: Employee perception of the organization’s promotion strategy
Completely
Approve (%)
Approve (%) Disapprove (%) Completely
Disapprove (%)
Presence of
promotion
opportunities
8 19 43 30
Presence of
promotion
policies
9 16 56 19

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Their researcher further collects information to establish the effect of promotion on the
staff’s morale to perform and the results are as indicated in table 4.5.
Table4.5: Influence of promotion on employee morale to perform
Influence Level Occurrence Percent
Big Extent 108 52
Small Extent 40 20
Not at all 33 17
From the above table, it is clear that morale to perform is influenced by the promotion, as
52% indicated a big extent while only 17% indicate not at all. Therefore, table 4.6 indicates the
correlation between employee satisfaction with promotion and employee morale to perform.
From the table, there is a clear indication of the strong negative relationship between promotion
and employee morale to perform, since most of the employees at the American Heart
Association has never been promoted.
Table 4.6: Correlation between satisfaction with promotion and employee morale to perform
Employee Promotion
Values Satisfied Morale influence p
Completely Approve 18 63
P=0.813Approve 36 98

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Disapprove 82 17
Completely
Disapprove
64 13
From the results on promotions, it is evidential that the company's promotions strategy
does not satisfy employees since most of the employees report that since their employment they
have never received any jib promotions. According to both the Motivational theory and
Maslow's theory, job offers both security and self-realization. When one has high ranking job
position, he/she tends to be satisfied this enhance the moral to work hard and achieve more from
the promotional reward, ultimately resulting from the organizational growth.
4.3.0 Influence of recognition on employee morale to perform
Every respondent was asked to express their feelings and perceptions on the
organization’s recognition system, and the resulted are as indicated in table 4.7. From the table,
44% completely approve, 37% Approve, while 11% completely disapprove. The high Percentage
of strong degree is attributed to various moments that the employees have been recognized for
their extra performance and work.
Table 4.7: Satisfaction with recognition systems in the organization
Satisfaction Occurrence Percentage
Completely Approve 87 44
Approve 76 37

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undecided 2 1
Disapprove 13 7
Completely disapprove 22 11
Total 200 100
The researcher further asked the participant to rate their perception on the recognition type, and
the morale to perform and the results are as indicated in table 4.8.
Table 4.8: Impact of recognition on servant functioning in the organization
Satisfaction Occurrence Percentage
Completely Approve 126 44
Approve 21 37
undecided 8 1
Disapprove 15 7
Completely disapprove 22 11
Total 200 100
The findings shows that a large number of the employees tend to receive a considerable
percentage of recognition from the company this is shown by the high percentage of 87 that
register that they have been recognized once in their work life. The company commonly use
monetary and incentives as the main type of recognition. However, Raffeal (2016) states that

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monetary recognition tends to have short-term results. Thus a successful organization should
work on having long term recognition strategies. Raffeal study on employee recognition and
concluded that interpersonal relationship between employer and employee as one of the long-
term recognition strategies. The study indicated that socio-elements such as inclusion in the
work team and having one-on-one communication are among the best factors that influence work
motivation in the workplace. These components thus tend to be indeed in the organization,
leading to low employee recognition score.
5.0.0 Recommendations
The management should adopt various administrative systems to re-establish morale and
confidence in among workers. The level of employee turnout and commitment tends to be low
according to the findings from the study. Thus the following suggestions are significant for the
future motivation of the servants:
The should be a review on the salary compensation structure to ensure that the company's
salary structure is competitive with other companies. If this is achieved, most of the employees
will be satisfied by their jobs and thus will ultimately reduce the employee turnover and most
importantly will raise their morale to work hard resulting in improved performance. The most
common salary allocation and improvement strategies that can be adopted by the organization
are benefits packages and commission payment. Through these argues, each employee will work
hard to earn more while pushing the revenue collection of the organization as well thus resulting
in a win-win program.

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The company should embark on a searchlight on the leadership style that will focus on
promoting the only productive employees. The current promotional system is not structured
properly since most of the employees indicate that they have never been promoted since they
came into the organization, thus tends to lower their morale of working hard. The managers and
the organizational leadership thus can adopt internal recruiting as the promotional strategy; this
will help in retaining the organizational performance culture as well as induce the employee’s
morale to work hard to attain a higher position on the organizational structure. Additionally, the
manager can also adopt a career development of the employees outside the promotion through
expending the employee's duties, authority as well as the autonomy without directly promoting
them. The manager can achieve this by appointing particular employees to be team leaders of the
production or sales group, that does not come with structural promotion and formal title but
come with other benefits such as bonuses.
The organization should improve employee recognition strategies. It is evidential that
appreciated servants tend to have good performance and from the results, it is evidential that a
small number of employees tend to receive recognition thus reducing their impact on the
organization's growth and performance. Monetary is one of the common and most influential
recognition and appreciation strategies that always have a short term effect on employee
performance. Therefore, the company should develop strategies to have long-term effect
recognition strategies, such as using promotion of the best-performing employee of the year as
one way. Through this, the employees will always strive to win the recognition slot to be
promoted.

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Other recognition suggestions to the company include application of strategies such as:
increasing time off to reenergize employees, issuing of the personal notes from the outstanding
employee and organizing various events such as lunch party to help in building the team spirit
and during which, the manager applauds the effect placed by all members. From the findings of
the study, there is a necessity to ascertain more changing aspects of servant functioning. The
current study majored on employee motivation; however, there are numerous internal and
external factors the influence servant functioning in the non-profit organization.
6.0.0 Conclusion
From the above, it is evidential that compensation has a strong impact on servant
functioning. These are accredited to the well-enumerated employees’ capability and meet their
daily basic needs as well as non-basic needs both at job and home. This makes employees to
always report to work happy, thus perform to their best. The findings also found that employee
promotion increase performance as the promotion comes with better financial benefits and status
that menaces moral. Consequently, the findings found that servant functioning increases with the
rate of employee recognition, which creates a mutual competitive environment. Therefore,
managers should strive to increase job satisfaction through different motivational factors to
achieve high organizational performance.

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